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1、StrategicPlanning Chapter2LectureSlidesSolomon Stuart Carson SmithYournamehereCoursetitle numberDate ChapterLearningObjectives Whenyouhavecompletedyourstudyofthischapter youshouldbeableto ExplainthestrategicplanningprocessTellhowfirmsgainacompetitiveadvantageanddescribethefactorsthatinfluencemarketi
2、ngobjectivesDescribethestepsinthemarketingplanningprocessExplainthefactorsinvolvedintheimplementationandcontrolofthemarketingplan IntroductiontotheTopic Organizationsrarelyplantofail buttheyoftenfailtoplan famousquote originunknown Theabovequotationspeakstotheimportanceofstrategicplanningandthepoten
3、tialconsequencesofdoingapoorjobatit Planninghelpsorganizations Tocopewithrapidlychangingfactorswithintheirenvironment Controlitsdestinythroughthesettingofobjectivesandtakingactionstoachievethem Toensurecoordinationofalldecisionmakingwithinitbyprovidingacommonvision TypesofPlanning Strategicplanning
4、amanagerialdecisionprocessthatmatchesanorganization sresourcesandcapabilitiestoitsmarketopportunitiesforlongtermgrowthandsurvival Tacticalplanning adecisionprocessthatconcentratesondevelopingdetailedplansforstrategiesandtacticsfortheshorttermthatsupportanorganization slong termstrategicplan Figure2
5、1 TypesofPlanning continued Operationalplanning adecisionprocessthatconcentratesondevelopingdetailedplansforday to dayactivitiesthatcarryoutanorganization stacticalplans Cross functionalplanning anapproachtotacticalplanninginwhichmanagersworktogetherindevelopingtacticalplansforeachfunctionalareainth
6、efirm sothateachplanconsidersobjectivesoftheotherareas Figure2 1 StrategicPlanning FirstStage Missionstatement aformalstatementinanorganization sstrategicplanthatdescribestheoverallpurposeoftheorganizationandwhatitintendstoachieveintermsofitscustomers products andresources Amissionstatementshould pr
7、ovidedirectiontoallstakeholdersastowhytheorganizationexists beframedintermsthatareneithertoonarrowortoobroadrelatetoahigherpurposeotherthanjustprovidingareturntoshareholders matchobjectivestocapabilities berevisitedandupdatedastheorganizationchanges StrategicPlanning SecondStage SWOTanalysis ananaly
8、sisofanorganization sstrengthsandweaknessesandtheopportunitiesandthreatsinitsexternalenvironment Internalenvironment thecontrollableelementsinsideanorganizations includingitspeople itsfacilities andhowitdoesthingsthatinfluencetheoperationsoftheorganization Externalenvironment theuncontrollableelemen
9、tsoutsideoftheorganizationthatmayaffectitsperformanceeitherpositivelyornegatively StrengthInternalfactorsPositive WeaknessInternalfactorsNegative OpportunityExternalfactorsPositive ThreatExternalfactorsNegative StrategicPlanning ThirdStage Objectives specificaccomplishmentsoroutcomesthatanorganizati
10、onhopestoachievebyaspecifictime ObjectivesaredevelopedfromthemissionstatementCanbeexpressedintermsof Performancemeasuressuchassalesrevenue profitability ROI marketshareProducttermssuchasinnovation industryleadership qualityCustomertermssuchassatisfactionSocialresponsibilityTobeeffective anobjectiven
11、eedstopasstheSMARTtest Specific Measurable Attainable Realistic Time bounded TheBusinessPortfolio Strategicbusinessunits SBU individualunitswithinthefirmthatoperatelikeseparatebusinesses witheachhavingitsownmission businessobjectives resources managers andcompetitors Figure2 3 enlargedonnextslide Bu
12、sinessportfolio thegroupofdifferentproductsorbrandsownedbyanorganizationandcharacterizedbydifferentincome generatingandgrowthcapabilities Portfolioanalysis amanagementtoolforevaluatingafirm sbusinessmixandassessingthepotentialofanorganization sstrategicbusinessunits TheBusinessPortfolio Figure2 3 Th
13、eBCGGrowth MarketShareMatrix Questionmarks businessunitswithlowmarketsharesinhighgrowthindustries Alsoknownasproblemchildren thesebusinessunitscanberelativelynewtothemarketandgrowtobecomestarsordogs dependingontheirsuccessinachievingmarketshare Questionmarksneedcashtofueltheirgrowth Stars businessun
14、itswithdominantmarketshareinhighgrowthindustries Thesebusinessunitsgeneratelargerevenues butstillneedlotsofcashtofueltheirgrowthandmaintainshare Theybecomecashcowswhenthemarketeventuallyslowsdown Figure2 4 TheBCGGrowth MarketShareMatrix Cashcows businessunitswithhighmarketsharesinlowgrowthindustries
15、 Thesebusinessunitsgeneratethecashneededtofundnewproductdevelopmentandfeedthequestionmarksandstars Cashcowsareprofitablebecausetheyhavebeenaroundlongenoughforthecompanytorecoveritsdevelopmentcosts Dogs businessunitswithlowmarketshareinlowgrowthindustries Thesebusinessunitsarethosequestionmarksthatdi
16、dnotachievesignificantmarketsharebeforethemarketsloweddown Theyaretargetsfordivestitureastheyjustcostmoneytomaintain Figure2 4 TheProduct MarketGrowthMatrix Marketpenetration growthstrategiesdesignedtoincreasesalesofexistingproductstocurrentcustomers non users andusersofcompetitivebrandsinservedmarkets Alsoknownasthe workharder strategy Marketdevelopment growthstrategiesthatintroduceexistingproductstonewmarkets Thiscanincludeexporting orfindingnewusesforexistingproducts Thebakingsodapeoplearever
